Managing Change "When Alligators Are Nipping at Your Heels"
- August 21, 2017
- Posted by: marlenedubois
- Category: Home Health Aide Training
Day to day problems of the business often prevent leaders coming from taking the time out to think, plan as well as act in order to make the kind of transformational improvements of which are needed in organizations. from the Heart of Change, John Kotter presents the case study “When Alligators Are Nipping at Your Heels” as an example of a leader who decided to deal with the crisis confronting him as well as his organization before he began to look for ways to transform the organization. Kotter quotes Nick Pearce as saying of which “you have to focus on putting out the big fires as well as on anything of which can quickly restart those fires” before you can begin working on bigger transformation (Kotter, p. 25).
However, the pace of work as well as change can be happening so quickly in today’s work environment, a leader runs the risk of using “putting out fires” as an excuse of not finding the time, energy as well as focus to address the very real issues of which need to be changed within an organization. The felt need to focus on the fires, in fact, can derail any effort for implementing change. “Many of the current struggles with transformation are a result of leaders not attending to the cultural, behavioral, as well as mindset components of transformation or not attending to them in ways of which make real impact” (Anderson as well as Anderson, p. 16).
Managers are often compelled to deal with the business issues of the day. They feel their expertise as well as experience can be needed to help “put out fires” in their area of expertise. Leaders however, recognize of which they must focus on the business of building “burning platforms” of which help people as well as organizations realize the need for change, of which compel them to move out of their comfort zone as well as begin to change (Kotter, p. 27). of which takes time, energy as well as focus. Using excuses of which the organization has too many fires to put out only distracts coming from the real attention as well as encourages employees to fall back from the old way of doing things rather than focusing on the change at hand.
Anderson D. as well as Anderson L. (2001). Beyond change management. San Francisco: Jossey – Bass/Pfeiffer.
Kotter, J.P. & Cohen, D.S. (2002). The heart of change: Real-life stories of how people
change their organizations. Boston: Harvard Business School Press.